Army DCIPS 2010 Performance Management and Bonus Process Review

Agenda  Purpose  Key Timeline Data  Lessons Learned  Organizations Analyzed  Army Aggregate Data  Bonus Group Results  Challenges 2

Purpose The purpose of this brief is to provide a comprehensive overview of the 2010 Performance Management and Bonus Process. It also depicts a 2009 bonus data set to correlate the results of the 2010 analysis to possible key decisions in the process. BLUF: Meaningful distinction in Performance Management provided bonus results within expected outcomes. 3

Key Timeline Data  The earliest bonus pool was conducted on 16 Nov 10  The last bonus pool was conducted on 20 Dec 10  The pay out for 2010 was conducted on 27 Jan 11  Manual RPAs were processed after 28 Feb 11  Initial analysis conducted by USD(I) 1 Mar 11  Bonus data call sent to the community 1 Mar 11  Final data received from community 27 Apr 11  Final review completed and reported 18 May 11  Comments/data received from 22 organizations for the analysis 4

Key Impacts – 3 Each Positive and Negative  Meaningful distinction in the Performance Management Process resulted in fair and equitable distributions of rating for DCIPS vs TAPES -An approximate 40% increase in both Successful and Excellent ratings -An approximate 80% decrease in the Outstanding rating under TAPES 2009  Minimal reconsideration requests at HQDA, G-2 level -Only 6 requests required G-2 ruling/determination  The incorporation of the PRA review added validity to the process -The 2 nd level review reinforced the leadership involvement in the PM process  Minimal training on DCIPS was significant for: HLRs, Managers and Military Raters  The 50% Bonus Rule proved problematic and restricted the ability to adequately reward the workforce  The automated tools supporting the process required modification -PAA Tool allowed HLRs to approve reports prior to PRA approval -CWB/DPAT required changes during the process to function properly 5

Lessons Learned  The 50% Bonus Rule did not allow the organizations maximum flexibility to adequately reward employees  Rater consistency training required for shared understanding of ratings category  Managers needed more training on writing SMART objectives  Employees needed more training on writing self assessments  Bonus guidance should be released earlier in the PM process to provide organizations adequate time to develop business rules  Training for bonus board members just prior to commencement of the boards supported the process  Identifying alternate board members provided continuity throughout the process  The awareness of assessing the Performance Elements as well as the Objectives 6

Organizational Data Reviewed 7 ORGANIZATIONEMPLOYEES ORGANIZATION EMPLOYEES AFRICOM21MEDCOM55 ATEC81NETCOM105 AMC425OAA42 FORSCOM137SMDC56 HQDA, G-2183TRADOC804 HT JCOE110USA AFRICA21 IMCOM290USA EUROPE66 INSCOM2379USA NORTH12 JIATF SOUTH213USA SOUTH22 JIEDDO15USA PACIFIC65 JSOC131USA SOC160 TOTAL EMPLOYEES 5393 Organizational data was based on PRA certification and data reported. Total numbers do not include Employees in the following categories: Transition, New Hires Less than 90 days, and Offline Evaluations.

8 Army Aggregate Report for Employees Overall Summary – FY10 Performance Cycle Overall Workforce Considered5393 Number of Bonus Pools140 Average Overall Rating3.78 Average Bonus Budget Percentage1.77% Average Bonus Amount$2,813 Number of QSIs258 Percent of Workforce Receiving a Bonus47%

Total Employees5393 Average Rating3.78 Average Percent of Employees Receiving a Bonus 47% Total Employees Receiving a QSI 258 Average Bonus Amount $2,813 Mode Bonus Amount $2,450 Lowest Bonus Amount $195 Highest Bonus Amount $10,000 Number of Bonus Pools 140 Bonus Group Results General Data Overall Ratings Distribution – Visual Representation 60% of the employee ratings were between 3.3 and Percent of Rated Workforce

10 Number of Quality Step Increases (QSIs) Awarded *The 190 QSIs is.79% of INSCOM’s total population. Total QSIs awarded was less than 5% of the Population vs 12% in 2009

Range of Bonuses Low to Highest (listed) 11 Bonus Amounts The Range of Bonuses throughout commands

12 Employees Rated Minimally Successful (Level 2) Organizations Overall Rating Percentage

13 Employees Rated Successful (Level 3) Organizations Overall Rating Percentage

14 Employees Rated Excellent (Level 4) Organizations Overall Rating Percentage

15 Employees Rated Outstanding (Level 5) Overall Rating Percentage

16 Employees Rated Successful and Above Organizations Overall Combined Rating Percentage All numbers represent Percentages

17 Overall Percentage by Ratings Category Rating Category Total Percentage

18 Overall Comparison 2009 (TAPES) vs 2010 (DCIPS) Total Percentage

19 Percentages by Individual Ratings Numerical Ratings Range of Ratings: Less than 2.0 – Unsuccessful 2.0 to 2.5 – Minimally Successful 2.6 to 3.5 – Successful 3.6 to 4.5 – Excellent 4.6 to 5 – Outstanding Total Percentage

20 DCIPS Wide Component Ratings All DCIPS Organizations Percent of DCIPS Workforce

Performance Management Program Challenges  Management of the 50% Bonus Rule  Performance Objectives not SMART enough  Poorly written Self Report of Accomplishments (SRAs)  Explaining the ratings distinction within/across ratings categories (3.5 Successful to 3.6 Excellent, a 10 th difference)  Lack of PRA teeth in the process – ability to direct changes  Lack of bonus pool training for all Data Administrators  Multiple user guides made the process difficult  The automated tools (numerous “Flash Updates”)  PAA – Premature approvals in the system  CWB – Import tool missed key data points for successful upload into DCPDS  DCPDS – CWB Uploads for bonus pay out were problematic 21

22 Back Up Data

23 DCIPS Wide Component Funding

24 DCIPS Wide Component Bonuses